Scality Stories

Diversity is part of our strength, and those of us here at Scality are of all ages and all backgrounds. We come from different cultures (195 of us from 23 nationalities), faiths, and educational backgrounds. We believe that our diversity is the key to challenging ourselves and boosting creativity within our teams.

Everyone at Scality just spent a weekend on the beautiful Normandy Coast, in Deauville, France. We stayed at the beautiful Hotel Barriere Le Royal, where the company hosted a retreat and summit for all Scality team members. It was three days of fun, sharing team spirit, meals, and sports. The rain, strong wind, and cold temperature couldn’t stop us! We held a massive beach volleyball tournament and nearly everyone in the company played. Yes, it was really rainy and cold, but we came together and had a great time and played some great volleyball! Later, we played music together,.

This last year has seen dramatic changes in the storage industry, but it also showed the resilience of this industry. This is a huge $40B+ industry that accelerated by 14% in Q3 2017, according to IDC. Storage capacity shipped increased to 72.5 exabytes for that quarter alone. So where is the industry going? What will be the strong trends? What will be the effect of GDPR and other new regulations? How is the cloud changing storage? What other technology trends may drive the industry? Here are our predictions for 2018.

Scality rocks, of course! But do you know why and do you know how? The inspiration came from the Rock ‘n Roll era of the 1970s and the 1980s: The Rolling Stones, Pink Floyd, U2, The Who, The Beatles, AC/DC, Guns and Roses, to name a few… These bands are talented, creative, authentic, free spirited, hard-working, and determined. They started from nothing and became international successes within a few years, contributing to the history of music for generations to come, cultivating and radiating the energy needed to reach success and inspire millions of fans worldwide. As per our values at.

We can spend a lot of time looking for the specific vulnerability or the specific person who was responsible for but didn’t apply some specific patch or update, but that’s looking at the problem in a way that won’t result in a real solution. I’m not excusing vulnerabilities, and I don’t in any way want to discount the impact that data breaches have on businesses and individuals: it’s easy to see the effect on companies. Let's look at some

Welcome to a brave new world in which data privacy is regulated in every way you could possibly imagine... and some you probably couldn’t. The GDPR places these burdens on the data controller, defined as “the individual or legal person who controls and is responsible for keeping and using personal information on computer or in structured manual files.” Effectively, this means your company’s IT department. In addition to creating the right to be forgotten, Article 17 restricts the use of people’s personal data to the original purpose it was collected it for. These are daunting decrees. A deeper dive reveals.

Just as corporations are finally getting serious about the EU’s imminent General Data Protection Regulation (GDPR), comes news of a data breach of staggering proportions involving credit-rating giant Equifax. To get an idea of just how seriously the new regime will impact you, let’s put the massive Equifax breach under a microscope ‒ as it actually happened, and as it would be treated under the GDPR.

The formerly all-important ‘appointment TV’ days are thankfully gone. Back then, you had to set the date for your program, plan around it, watch it, or miss it, sometimes forever. Previously science fiction, watching TV live or on-demand anytime, anywhere on any device, is real, exciting, and here to stay thanks to software-defined object storage and entertainment innovators like Molotov. Jean-David Blanc, CEO at Molotov declares: “Molotov is a new vision of television, reinventing the daily pleasure of watching TV. We take the compelling content from the TV networks and provide it with a user experience that is second to.

Imagine graduating with a bachelor’s degree in biology or wanting to start psychology and religious studies at university and ending up as a software engineer in the heart of the Silicon Valley? Seems hard to believe, yet that’s what the Holberton school has helped achieve for five Scality engineers: Electra, Dora, Jay, Bennett and Philip. Let me explain.

We are moving to a digital world where most business value will be created in a digital form. Therefore, businesses need to store more and more data, in the form of IoT, user-generated data, videos, documents, backups, archives of everything... Storing all this in all-flash, even with dedupe – and much of the unstructured data cannot be compressed further or deduped – is prohibitively expensive. At Scality, we see a world with two types of storage leveraging a multi-cloud (not hybrid cloud) approach.

If you’ve worked in venture capital funded companies, invested in them, or simply surfed the news of the VC space on the Internet, you’ve likely come across the “pivot.” It’s a wonderful euphemism for “we had no idea what we were doing, so we’re completely reworking our strategy.” Maybe you’ve heard of the famous company Odeo, or maybe not… but you’ve certainly heard of Twitter, the name change that accompanied their legendary pivot.

Until recently, the corporate world considered feedback to be a formal exercise, part of an employee’s yearly performance appraisal. And such process would then make performance management and financial compensation inextricably tied. Scality was no exception. We had an individual bonus system in place tied to quarterly objectives, based on the idea that we could establish a direct correlation between an individual’s impact on the business and what he/she earns. That’s how we managed performance and compensation back in 2013 when there were only 40 of us. We were following a Management by Objective (MBO) approach, a traditional method, which.

This week we launch the latest version of our software-defined storage solution, Scality RING7. Scality RING today supports well over one hundred mission-critical customer deployments at petabyte scale—many of them up to several dozen petabytes and growing. Our customers depend on Scality RING for storing their data reliably with continuous availability for 24×7 access from tens of millions of aggregate users. Moreover, with the introduction of our native RING Scale-out File System (SOFS) back in 2013, we can now power use cases requiring access from both modern object-style interfaces such as AWS S3 API and legacy applications that depend on.

We are a recognized software-defined leader with the experience of deploying petabyte-scale storage systems for hundreds of customers. As one of the earliest providers of software-defined storage, with more than 8 years of experience, we have developed strong expertise and knowledge on how to successfully implement SDS on various brands and models of standard servers. The time had come for Scality to share this experience with our prospects, partners, and customers through our new Fast Track program. A holistic change to our customer experience, and a culture shift for Scality crew members! Let me explain. Software-defined Storage Goes Mainstream: Leveraging.

53. We were 53 team members at Scality when I joined early 2014. Three years later and we have just hit 208 as our total number of employees. While this can be an exciting prospect, as recruiting equates to growth, it is an area we have had to approach with great care. This is because great people are what makes a great company, and when you hire in proportion to growth, it is a costly endeavor and can potentially mean a lot of time. So, it is very important to get it right. This is especially true when you recruit.

For the first time, Scality is participating in “La Course du Cœur 2017,” a major competition, with a team of 18 people including 14 runners. The idea originated from the desire of Scality runners to show their solidarity with one of Scality ‘s employees following her return from a 6-month fight against a rare form of leukemia and to send a clear message about Scality’s commitment towards healthcare and supporting others through organ donation. This commitment is supported by Scality management, which gives the team strong financial, logistical and marketing support. The Course du Coeur lasts four days and four.

For the first time, Scality is participating in “La Course du Cœur 2017,” a major competition, with a team of 18 people including 14 runners. The idea originated from the desire of Scality runners to show their solidarity with one of Scality ‘s employees following her return from a 6-month fight against a rare form of leukemia and to send a clear message about Scality’s commitment towards healthcare and supporting others through organ donation. This commitment is supported by Scality management, which gives the team strong financial, logistical and marketing support. The Course du Coeur lasts four days and four.

For the first time, Scality is participating in “La Course du Cœur 2017,” a major competition, with a team of 18 people including 14 runners. The idea originated from the desire of Scality runners to show their solidarity with one of Scality ‘s employees following her return from a 6-month fight against a rare form of leukemia and to send a clear message about Scality’s commitment towards healthcare and supporting others through organ donation. This commitment is supported by Scality management, which gives the team strong financial, logistical and marketing support. The Course du Coeur lasts four days and four.

For the first time, Scality is participating in “La Course du Cœur 2017,” a major competition, with a team of 18 people including 14 runners. The idea originated from the desire of Scality runners to show their solidarity with one of Scality ‘s employees following her return from a 6-month fight against a rare form of leukemia and to send a clear message about Scality’s commitment towards healthcare and supporting others through organ donation. This commitment is supported by Scality management, which gives the team strong financial, logistical and marketing support. The Course du Coeur lasts four days and four.

Data storage is a mission-critical component of any company’s IT infrastructure, with even minor system changes able to bring the house down on service availability and inflict a disastrous impact on the business. The recent Amazon’s S3 outage is just the most recent overt example, for instance, of how destructive a service outage can be. At Scality, we believe that a well-architected, feature-rich product is the key to breaking through in the still-nascent Software Defined Storage market. We also believe, however, that with regard to infrastructure software, tools and engineering practices are at least equally important. In short, “how we.

OK…for some people, this title may seem weird, but runners will confirm it is not! And if more and more and more people run (127 runners in the 1st NYC marathon in 1970, more than 52,000 in 2016. It’s the same in Paris: 126 finishers in 1976, 41,708 in 2016), it is obviously because they can confirm that running gives them much more than being fit. Emil Zatopek, one of the greatest runners of the 20th century, said “If you want to run, run a mile; If you want to change your life, run a marathon!” Of course, all Course.

Lots of companies claim social responsibility – and they’re doing important things to support that, like recycling, reducing energy usage, donation-matching and more. Real heart comes from an even deeper place. Having heart means being centered, being compassionate, and, for a company to have heart, it needs to be nourishing its employees and the community in the same way that a human heart pushes oxygen out to the extremities. I’m privileged to work for a company that has heart. The motto of my company, Scality, is “Work hard, play hard, eat well…and amaze the customer.” It goes so far beyond.

The downside of using some cloud storage services like Amazon S3 is getting the data out. That concern is about cost—usually—but recently, it became about access. Period. Reports that Amazon S3 was “unresponsive” started pouring in on the last day of February, 2017. Issues with a US East region instance lasted for hours. While there were no reports of data loss as of this writing, data access was impacted. Loss, even if temporary, impacts business. This may—should—prompt data managers to take a hard look at their “best practices”, and where they put their critical data. We work hard to ensure.

People often ask me what it takes to become an entrepreneur and make money. It is the wrong question. Few entrepreneurs have succeeded when money was the initial driver. Obviously, any business must make money, to pay its employees and deliver a return to shareholders, but for most successful entrepreneurs, this was not the initial question. First and foremost, successful entrepreneurs are convinced that the world can become a better place with the product or service that they will provide, so the first question should be “How am I going to change the world I live in?” Money only comes.

What is the Course du Coeur? It’s a special relay race over 4 days and 4 nights where teams of 12 runners cover the distance between Paris and the French Alps. But more importantly it is an occasion to run a race that raises awareness about organ donation. The enterprises entering the race make a donation to Trans’Forme, an NGO promoting physical activity to people who’ve received an organ transplant. One of the teams taking part to the race is made of only runners who have had organ transplants. The race is an occasion to show transplantation is not necessarily.

Michel, my Dad, is an IBMer. By now he is retired, but I guess he still is and always will be an IBMer. Having grown up in a farm on the West coast of France, he found his way to an Engineering school in a booming field in the 60s: electronics. Right after that he joined IBM for a drive lasting 36 great years. He grew as an engineer and a leader on multiple assignments, including 3 years in the USA which changed his life and that of our family. While the attributes of IBM in the 70s and 80s.

2016 was a stellar year. Unambiguous confirmation from the top analysts of our position as leader in the object storage industry, record-breaking revenue growth and massive numbers of new and upgrade installations have kept us very busy right up to New Year’s Eve. We did manage to slip in a little bit of quiet time at the beginning of the year and hope you have also had the opportunity to relax with friends and family.

2016 has been a banner year for object-based storage (which we’ll refer to here as “OBS”). Thanks to recent advances, OBS platforms can now address a range of use cases beyond just backup and archive—including mobility, analytics, compliance, and media rendering and production. As the IDC MarketScape says, “The storage market is making strides in grasping what OBS is all about, and adopting it.”* According to a separate IDC forecast, OBS capacity will grow at a CAGR of 30.7% from 2016 to 2020, reaching 293.7EB in 2020. Likewise, OBS market revenue is expected to hit $19.8 billion that same year.**.

On November 18th 2016, software and release engineers converged on Seattle for the RELENG Conference. This conference looks at best practices and innovation in release engineering. Scality’s release engineering team were there and presented an innovative new release process. Congratulations to our Scality team members: Rayene Benrayana, Sylvain Killian, Nicolas Trangez, and Arnaud Calmettes. Releasing products with quality, speed, and innovative features is a major challenge for large software projects. About a year ago, we initiated a project to enhance our release process. We wanted to have an agile, continuous delivery model. We set out to radically change our approach,.

In Part 1 of this post, I began a discussion of the current Digital Transformation, tracing its lineage as the latest of a series of upheavals dating back to the industrial revolution. I also outlined some of the far-reaching changes that AI, machine learning, and the Internet are already bringing about. Part 2 As the leader of a company at the epicenter of this vortex of change, and someone with an abiding interest in fostering an ever-more compassionate and humane society, I think about the Digital Transformation and its implications every day. As with previous epoch-changing events, I see it.